There is no single “one size fits all” answer… but here are some broader themes to think about. Let’s look at two recent examples through the lens of our iCASA framework.

(1) Shared learning and experimentation space

A very large Chinese factory that produced mobile phones had a massive open floor plan where the workers on the production lines and the supervisors were continually and readily seen. What would happen to production speed and quality if some of the lines were surrounded by a privacy curtain?

A field study with four production lines randomly chosen to be surrounded by such a curtain for several months found that the curtain increased improvisation, encouraged “productive deviance,” and led to higher productivity and quality. The comparative increase in team privacy afforded by the curtain allowed temporary, smaller issues to be solved locally through line-level learning and it promoted collective team knowledge.

Observations by embedded student researchers on the curtain-surrounded lines revealed that the workers actively switched roles to learn multiple tasks and enable team cross-support, fluid adaptation, experimentation, and learning.

The innovations that were observed “were a mix of preexisting and new ideas: some of these were ideas that were just waiting for an opportunity at experimentation, while others reflected novel learning on the line through the increased levels of experimentation the curtain enabled.’’ (Bernstein, 2012, p. 202)

The curtain allowed the line to collaborate and discuss new ideas and to iteratively test and try process improvements, arriving at successful prototypes before sharing them outside of their local idea landscape. It formed a “scrutiny-reduced” supportive making-and-finding environment where the workers and the line managers could adaptively and contextually experiment with an increased degree of autonomy.

—> For the research study, see Ethan S. Bernstein, The transparency paradox: A role for privacy in organizational learning and operational control, Administrative Science Quarterly, 57, 181–216. Also, see Bernstein’s, “The transparency trap”

(2) Cross-pollination at IKEA

IKEA’s product catalogs feature multi-color contemporary images of home furnishings in various natural looking settings. The company, though, was looking to move from its longstanding tradition of studio photography of its products to computer-generated images. Transitioning to computer-generated imagery would greatly reduce logistical and environmental costs because the many products would no longer need to be flown in and configured on site. Instead of physically creating multiple culturally specific settings, for example a typical Japanese kitchen, a German kitchen, and an American kitchen, computer-generated imagery would make such reconfigurations much simpler. But how could IKEA make this transition in a creativity-friendly way, while preserving catalog image quality and empowering employees throughout the change process?

The solution was simple and incisively creative: They started small scale, and then scaled up. After initial experimentation and demonstration of the feasibility of the computer-generated imagery process, all of IKEA’s studio photographers were required to learn to use the 3D computer generated process and vice versa. This in-depth cross-training extended the skills and understanding of both groups, and led to an increase in quality, with computer-generated images that were essentially indistinguishable from conventional photographs. There was a synergistic meeting of the two approaches to image making, and a fuller appreciation of the goals, aspirations, and constraints that each uniquely faced. The merging of techniques expanded and deepened everyone’s individual and shared idea landscapes and mental models. There was learning and unlearning at the same time.